Do I need to complete the booklet before my meeting?
It is important to complete the booklet before your meeting and to pass it to your manager, as this gives you an opportunity to reflect on your performance and give meaningful feedback to your manager. Good preparation will ensure the conversation is meaningful.
What is included in the booklet?
This is the time to really think about yourself and your career.
What are you good at? What have colleagues told you are good at? What are you good at outside of work that translates into your working style?
What opportunities are there for you to develop your skills further or into different areas? Are there training courses, or CPD, or shadowing opportunities are out there?
Where do you want your career to develop? Are there areas within your current role that you would like to specialise in, or do you have aspirations to progress into management, research, training or some other specialism?
And what resources do you need in order to achieve this? What can you do yourself, and what will you need some extra help with?
Your Career Conversation is a good time to have an open and honest conversation about how you are, and to reflect on how you have been over the past 12 months.
Knowledge and skills
You know you are good at your job, so here is your chance to show it!
There are six key areas (seven for the band 8a+ booklet). You can choose to evidence as much as you would like to and can add additional evidence – whatever you think would be of benefit to your conversation with your manager.
How do you ensure you produce quality work? How do you make sure you are following Trust policies and procedures and how do you encourage others to do the same?
How can you demonstrate that you have learnt from incidents and events? Have you reported an incident?
It is equally important to recognise when your work, or the work of others, is not at the standard that is expected by the Trust – how do you identify issues and what do you do about them?
We all strive for improvements – have you made any in your own working practices, or made suggestions to your team or managers of how things could be done better?
This could be with patients, colleagues, anyone you speak to. It can be via email, phone or similar systems (i.e. for the Hubs), or letters from the public (through patient experience). If you have received any compliments from patients, or colleagues then evidence it, as that is something to be proud of.
You could include examples where you have used and given accurate and appropriate information in your work, or where you have used active listening skills and have asked questions to cement your understanding.
The ability to manage expectations, manage barriers to communication and adapt your communication style to take into account culture, background, or preferred communication methods are also good examples of effective communication.
Health and Safety
We all know we should be safe at work but would you know the correct process to report something that was not quite right? Are you ensuring you are looking after yourself at work and making sure you have the necessary tools to be able to do so?
Do you look for potential risk and report potential issues?
Confidentiality of data and information can also be included in this section.
If you have helped with project work within your team or at a station, have you implemented something that has helped your colleagues? How do you demonstrate that you follow policy and protocol and work together to improve the service for patients and for you as members of staff?
Are you a changer? Do you question poor or not-fit-for purpose practices and behaviour?
Do you think about the impact of changes you suggest or make, or incidents that you have reported or been involved in could have on other people or departments?
Equality and Diversity
How do you ensure you respect and treat everyone equally? What do you do to ensure your colleagues do the same?
You could also include examples of when you challenge bias, prejudice or intolerance. Or when you use plain language when you carry out your duties.
You don’t have to formally manage staff to be an effective leader. Leadership skills can be shown by staff at all levels. It’s around how you interact with colleagues, show initiative, take responsibility and lead by example in the way in which you go about your work.
Think about how you establish a culture of team work and co-operation.
Your manager will review the evidence in the Career Conversation and determine whether you are meeting, exceeding or not meeting your previous objectives.
To be meeting your objectives is a great achievement. You are meeting everything that is expected of you by the Trust and you are able to demonstrate this. We expect the majority of our staff to be meeting their objectives.
To be exceeding, you need to be consistently demonstrating exceptional performance and working above and beyond what is expected for your role and objectives set.
You and your manager will set SMART objectives for the upcoming year, incorporating the Trust, local and personal objectives. All objectives need to be Specific, Measurable, Achievable, Realistic and Time related.
Training and CPD Review
A reminder of mandatory training requirements. Are you up to date? Have you considered the CPD opportunities available to you through SWAST CPD or other providers?
Anyone performing a Operational Commander, Tactical Commander, Strategic Commander, NILO or Loggist role, will need to review the following additional requirements.
– Compliance with CPD requirements as per command policy and NARU interoperable capability standards
– Identification of training/CPD requirements and support required
– Review of command competence/performance
– Review of command CPD portfolio
Within this section it is also important that every member of staff is checked for signs of dermatitis, sore cracked skin or discolouration, therefore your manager will perform a check with you, and any appropriate action taken. This may be in the form of an Occupational Health Referral, self-care guidance, or no action at all.
You and your manager can write a brief summary of your conversation and how you are doing in your role in general.
If your manager believes you have consistently demonstrated that you go above and beyond the ability, drive and motivation, impact, values, behaviours, knowledge and skills for your role, they will recommend you are added in to the Talent Pool. Your relevant Head of Department or County Commander will make the final decision.
Find out more about our Talent Pools here.